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Leadership in Healthcare

Module description

During this module, you will draw from your own experience, and that of your peers, to evaluate and critically appraise the evidence base exploring the fundamental principles of leadership and followership in order to better to understanding of how you may most effectively lead. You will then examine how to understand and engage with human behaviour in a changing healthcare environment, and through understanding decision making theory, critically appraise the conditions needed to make a collaborative decision. By the end of the module you will be equipped with a series of practical tools that will assist you in offering safe, effective and sustainable system of healthcare for your patients.

Module aims - intentions of the module

In this module you will be equipped with some fundamental knowledge, understanding and skills to practice in a healthcare leadership role. Specifically, you will draw on the experiences of the multi-disciplinary team to critically analyse, evaluate, and address contemporary healthcare experiences related to financial affairs, internal and stakeholder (public) communications, stress, time and performance management. You will then develop skills in the interpretation of financial data, the creation of effective internal communications, the management of time, stress and performance within a healthcare organisation as well as improve your understanding of organisational cultures and institutional learning.

Intended Learning Outcomes (ILOs)

ILO: Module-specific skills

On successfully completing the module you will be able to...

• 1. Critically apply learning from social, psychological, health, and organisational sciences to understand the most effective way you can lead within a complex organisation or within the wider healthcare economy
• 2. Engage diverse stakeholders to achieve consensus and negotiate a collaboratively agreed outcome

ILO: Discipline-specific skills

On successfully completing the module you will be able to...

• 3. Understand the fundamentals of leadership and know how to apply them to yourself, others and your system of care
• 4. Understand the importance of influence in achieving your healthcare goals and improve your ability to have positive influence on your patients, your team and the environment in which you care

ILO: Personal and key skills

On successfully completing the module you will be able to...

• 5. Understand that leadership and followership are central tenets in the delivery of effective healthcare and that appropriately applied leadership principles in healthcare improve patient outcomes
• 6. Understand that a shared understanding of the principles among healthcare professionals is a key enabler to the success of multi-disciplinary working and the delivery of holistic care

Syllabus plan

Whilst the precise content of the module may vary from year to year, an example of an overall structure is as follows:

introduction to healthcare management

How finance works

Internal and external communication in healthcare

The management and development of people within healthcare organisations

Project management within healthcare.

To accommodate current teaching restrictions:

Face-to-face scheduled lectures may be replaced by short pre-recorded videos for each topic and/or brief overview lectures delivered via MS Teams/Zoom, with learning consolidated by self-directed learning resources and ELE activities.

Small-group discussion in tutorials and seminars may be replaced by synchronous group discussion on Teams/ Zoom; or asynchronous online discussion.

Workshops involving face-to-face classroom teaching may be replaced by synchronous sessions on Teams/Zoom; or Asynchronous workshop activities supported with discussion forum.

Learning activities and teaching methods (given in hours of study time)

Details of learning activities and teaching methods

Formative assessment

Summative assessment (% of credit)

Details of summative assessment

Details of re-assessment (where required by referral or deferral)

Re-assessment notes

.  Please refer to the Student handbook

Indicative learning resources - Basic reading

_{Aarons, G. A., M. G. Ehrhart, L. R. Farahnak and M. Sklar (2014). "Aligning leadership across systems and organizations to develop a strategic climate for evidence-based practice implementation." Annu Rev Public Health 35: 255-274.}

_{Barber, M. (2015) How to Run a Government so Citizens Benefit and Taxpayers don’t Go Crazy. Penguin UK.}

_{Barr, J. & Dowding, L. (2016) Leadership in health care. 3^rd edition. London: Sage}

_{Chaudoir, S. R., L. G. Dugan and C. H. I. Barr (2013). "Systematic review factors affecting implementation of health innovations: a systematic review of structural, organizational, provider, patient, and innovation level measures." Implement Sci 8(22).}

_{Christensen, C.M, Bohmer, R. & Kenagy, J. (2000) Will disruptive innovations cure health care? Harvard Business Review Sept 103-111}

_{Coutu D.L. (2003) How resilience works. (In) Building personal and organisational resilience. Boston MA. Harvard Business School Press. p1-38}

_{Dale, B., Van der Wiele,T., & Van Iwaarden, J. (2007) Managing Quality 5^th ed FT/Prentice Hall}

_{Francis, R (2013)Report ofthe Mid StaffordshireNHS Foundation Trust Public InquiryExecutive summary London: The Stationery Office}

_{https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/279124/0947.pdf}

_{Gainsbury,S (2016) Feeling the crunch; NHS finances to 2020. Nuffield Trust}

_{https://www.nuffieldtrust.org.uk/files/2017-01/feeling-the-crunch-nhs-finances-to-2020-web-final.pdf}

_{Gopee, N. & Galloway, J. (2014) Leadership & management in healthcare. 2^nd edition. London: Sage}

_{Jacobs, S. R., B. J. Weiner and A. C. Bunger (2014). "Context matters: measuring implementation climate among individuals and groups." Implement Sci 9: 46.}

_{Jeffcott, S.A., Ibrahim, J.E. and Cameron. (2009) Resilience in healthcare and clinical handover. Quality and Safety in Health Care 18:256-260}

_{Johnston, R. & Clark, G. (2008) Service Operations Management, 3^rd Ed., London, FT/Prentice Hall}

_{Kotter, J.P (1995) Leading change: Why transformation efforts fail. Harvard Business Review March 59-67}

_{Kotter, J.P (1999) What Leaders Really Do. Boston, MA: Harvard Business Review Books}

_{Monitor (2013) Closing the NHS funding gap: how to get better value health care for patients https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/284044/ClosingTheGap091013.pdf}

_{HAWE, P. 2015. Lessons from complex interventions to improve health. Annu Rev Public Health, 36, 307-23.}

_{Hooper, A. & Potter, J. (2000) Intelligent Leadership. London: Random House Business Books}

_{Robertson R, Wenzel,L James Thompson J, Charles A (2017) Understanding NHS financial pressures – how are they affecting patient care. The Kings Fund}

_{Slack, N., Brandon-Jones, A., and Johnston R. (2011) Essentials of Operations Management, FT Prentice Hall.}

Walshe, K. and Smith, J. (2006) Healthcare Management. Buckingham: Open University Press.

Key words search

Healthcare Management